The application of technology and management science to the modification of existing systems, organizations, processes, and products in order to make them more effective, efficient, and responsive.
Re-engineering can be carried :
at the level of the organization at the level of the organizational processes or at the level of the product and services that support an organization activities ys
Business process re engineering
1 - start again in the establishment of the company or organization. 2 - replacement of old systems technology and modern systems. 3 - change the vision and strategic objectives of the company or organization.
We can define Re engineering as: A set of sweeping changes in the root and the corporate restructuring and operations forthe advancement of the company to direct a new or better performance or to resolve the crises and problems that may lead to the demise of the company
Advantages of business process re-engineering :
1 - good for the exploitation of resources 2 - goals and a clear vision and specific. 3 - integrate a range of jobs in one position. 4 - to reduce costs. 5 - use of advanced technologies making it easier to achieve business efficiency andhigh speed. 6 - keep up with the market and competitors(start from where others have ended). 7 - to restore confidence to customers and employees in the company's products
Some Tips before you begin the process ofre-engineering business:
1 - defining the goal of re-engineering the company.
2 - Configure a multidisciplinary team for BPR must be the owners of the technical and managerial disciplines.
3 - well thought out plan, including the possibilities of success and failure in this process
4 - a case study company in terms of BPR implementation plan(gradually implemented?, Apply one step?).
5 - Develop a budget less possible for the process of BPR for companies that are located in the circle of danger- Danger zone
Business process Re engineering cycle :
1- identify process
2-analyze these processIf appropriate to the company or not
3- The formation of these processes and solutions solve the crisis in the company
4- Test whether these solutions will solve the crisis the company or not
5- start the implement
*What is the difference between the re-engineering of business andre-design and re-structuring of the company:**
Re-engineering business is on one level, such as the companyprocesses (design, production and marketing) or at the organizational level in order to make them more efficient, effective and responsive
The redesign of the Foundation shall be at the level of the institution as a whole to raise them again
What is Org. restructure ?? Def. is the corporate management term for the act of reorganizing the legal, ownership, operational, or other structures of a company for the purpose of making it more profitable, or better organized for its present needs.
Prime reasons for organizational restructuring
Changing nature of the markets
The continuous innovations in technology, product, work processes, materials, organizational culture and structure
Various actions of work force values, global competitors, demands and diversity
Ethical constraints and regulations
Individual transition and development of the business
How To Make Restructuring Work
Design. What type of restructuring is appropriate for dealing with the specific challenge, problem, or opportunity that the company faces?
Execution. How should the restructuring process be managed and the many barriers to restructuring overcome so that as much value is created as possible ?
Marketing How should the restructuring be explained and portrayed to investors so that value created inside the company is fully credited to its stock price?
Getting to effective Organizational Restructuring.
Assess the impact of internal and external factors causing change on the business strategy.
Commit to a new business strategy to address the changes in market, technology, regulations, etc.
Assessas-is business processes to determine the impact of change on the organization. This will include the impact of process changes on existing roles. This will define the ‘gaps’ in existing roles which will make any structural changes effective.
Design/ align roles to support the changes in the business.
Develop and execute an organizational change management plan to address and define the drivers of any structural change, as well as the impact on the business of the change options.
Define performance metrics. Measure before and after the change to ensure that the change is effective.
Understandthe cost of organizational change.
Employee Responses to Organizational Change :
Employees react to organizational change in a variety of ways—some positive and some negative. It is important for managers and supervisors to understand that these reactions are simply a normal part of the process employees go through during periods of change. The following are some typical responses to be aware of:
1. "Not me!" When employees are asked to do a different job or change the way they currently do a particular job, they may respond by saying, "Not me!" They may suggest that someone else is better suited for the job, or deny that they themselves are capable of making the proposed change. This initial reaction is a result of the satisfaction these employees have with the status quo, and their fear of the unknown.
2. "What will this do to my job security?" It is natural for employees to view change first from the perspective of their own job security, and second from the needs of the organization. Employees can’t help but wonder what will happen to their jobs if technological advances are introduced or if downsizing creates organizational restructuring. Will the changes result in less work for them, or even do away with their jobs altogether? Employees are also concerned about what financial impact the changes will have on them.
3. Anger Some employees are so resistant to change that they become frustrated and angry. Their anger may be repressed, causing an increased stress level; or overt, resulting in emotional outbursts. Whether repressed or overt, anger is a typical reaction when employees feel a loss of control over their work environment, or worry that their job security is being threatened.
4. Gossip Gossip, always an organizational challenge, often escalates during periods of change. Employees who feel a loss of power and control may respond with frustration, anger and disbelief—and resort to vicious gossip or "back-stabbing" activities. Unfortunately, this gossip is detrimental to a positive forward thrust during change.
5. “Who's in charge here?" When a company is restructuring, it is natural for employees to question leadership. Employees who will be working for a new supervisor when the change is implemented may experience difficulty changing their allegiance from one leader to another. And when employees have not been kept in the communication loop and thus do not see the positive results of the changes, they are likely to question the wisdom of the new leadership.
6. Panic! Some employees, finding comfort in a predictable routine, panic at the mere mention of change. They worry about changes in the way they normally proceed with their jobs. They may resist, not out of stubbornness, but out of fear about how the changes will impact them personally. They may be too plagued with panic to deal rationally with the “new regime,” and some may actually become physically ill.
7. "I quit!" There may be employees who elect to quit rather than make the needed changes. Unfortunately, changes going on in one organization are typical of those going on in other organizations. Electing to stand on one's principles and fight change by quitting often makes the point, but usually at a cost to the employee, not the organization.
The following positive responses to change usually come from employees who feel a high degree of self-esteem, personal competence and self-confidence. These employees typically have the ability to remain open-minded in response to change, and to view it as a positive thing—for them personally and for the organization. When in alignment with their supervisors, employees with this positive attitude can help support and sell organizational change to other employees. Here are some typical positive responses:
8. "This is a challenge!" Some employees view change as a challenge, but are sure they can rise to the occasion, since they feel they have what it takes to be contributing team players when the change affects their work world. They remain open to new ideas, ask questions and feel confident in their ability to acquire the knowledge needed to complete the task. They exhibit a "can do" attitude in their approach to change. They may admit that the task is difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they are committed to rising to the challenge!
9. Enthusiasm Some employees naturally approach life and challenges more enthusiastically than others. Enthusiastic employees embrace change. Instead of trying to pick apart a proposed change and find all the ways it won't work, they see it as a natural part of an organization's evolution. Supervisors lucky enough to have enthusiastic employees need to support and nurture them, because their enthusiasm can infect other employees and help make the implementation of change much more palatable for everyone.
10. "Maybe I could adjust to this change . . . ." Not all employees embrace change enthusiastically or jump out of their seats ready to accept the challenge. Some watch from the sidelines--but remain open-minded. After a period of observation, they may agree to give the change a chance. While they may not be eager participants in the change process initially, they at least acknowledge the possibility of adjusting to the change. They express a willingness to learn new techniques and procedures and do not sabotage change activities.
11. Positive Vision Finally, there are employees who look at the bigger picture and visualize the possibilities. Their positive attitude toward change is based on a broader awareness of the marketplace, the specific industry and their competitive position in it; and an absolute trust in their company's leadership. Because they feel positive about the company's future, these employees generate a positive vision to their coworkers and encourage them to have trust during times of change and confusion.
flexibility:
Investing in the right network technology can give you the organizational flexibility to react quickly to market changes, meet new customer demands, collaborate globally, and be more profitable. Consider how organizational flexibility can help your IT department:
Help you grow your customer base by selling into new geographies.
Source projects in new regions to cut operational costs and introduce products faster.
Get employees, customers, partners, and suppliers to collaborate no matter where they may be physically located.
Make it easy to find resources and expertise.
Operate more transparently and adhere to good governance practices.
external image Innovation-Curve.jpg
Any small business owner knows how important it is to stay flexible, especially in an economic downturn, and yet many organizations are plagued with a surprising lack of elasticity. Inflexibility is something that easily creeps into a business—especially in industries that are static. But such rigidity can contribute to forced flexibility measures in the form of layoffs, pay cuts, rolling back of company perks, etc. After implementing such measures, it is hard to get employees to perform at a high level because of fear and insecurity about what the future may bring. Consider the following three suggestions to help you keep your company flexible:
1. Always look for a way to be innovative with your product or service. Look at everything that goes on in your organization and your industry. No matter how static you think your particular industry is, continue to pay attention to what’s going on around you and continue to strive to think outside the box. 2. Listen to all ideas that circulate in your company. You never know when the next big thing is going to hit or where it will come from. Listening to input and feedback from your employees can give you insight into many different channels. 3. Never become complacent. Complacency is the easiest way to fall into the inflexibility trap. No matter what your industry, you need to be ready to adapt to changes that will inevitably come. No industry stays stationary forever.
Why Do Employees Need Flexibility?
Catalyst defines flexibility in its broadest terms: variations in the time and place of work, in both the short- and long-term, on a formal and/or informal basis
To have uninterrupted time to complete certain tasks and to accommodate urgent work requests
To be available to colleagues and clients in other time zones
To address life interests and needs put aside during periods of heavy workload
To avoid long commutes
To care for children or sick family members
To exercise, engage in hobbies and community activities
To transition from full-time work to retirement
To pursue additional education or certifications
What Are the Benefits of Workplace Flexibility?
Flexibility is a powerful—and often underutilized—tool for becoming an employer of choice and increasing work productivity and effectiveness. Offering flexibility allows companies to recruit the best talent and retain experienced and valuable employees. It also helps to boost employee satisfaction, engagement, and morale. A flexible work environment can be the difference between employees that feel energized, committed, and ready to go to bat for you and those that feel burned out, unsupported, and ready to walk out the door at the first chance they get. In addition, flexibility simplifies work processes and focuses on output. In so doing, it encourages employees, managers, and work groups to work more creatively and effectively. Flexibility shines the spotlight on leadership capabilities such as crystallizing and communicating priorities, setting the stage for thoughtfully executing plans, encouraging teamwork and coordination, and harnessing employee talents to drive results.
How Can Managers Create and Support Flexible Work Cultures? Clearly, workplace flexibility is more than a change in schedule. It is a way of thinking and working that seeks to help employees make their best contributions and simultaneously manage their personal lives. Companies that understand the business rationale, engage their employees in identifying innovative solutions, and create tools for managers and individuals will excel in this time of great change. The following are suggestions for helping managers create and support the most effective kind of flexibility.
Learn about your company’s flexibility policies, programs, and resources, and disseminate information to educate your employees about what is available.
Develop strong and consistent messaging about flexibility as a work effectiveness tool, communicating your organization’s support for flexibility.
Initiate open, honest discussions about workplace flexibility and effectiveness with your team, and empower your employees to suggest alternative ways of working to better address work/life needs.
Evaluate management practices and challenge unspoken norms that reward “face-time” over results.
Adapt organizational systems to ensure that performance is measured based on outcomes, not hours.
Resilient Organization - - المؤسـسـة المنـيـعـة - - -> Flexability, Adabtability Org. Redesign
Re-engineering
The application of technology and management science to the modification of existing systems, organizations, processes, and products in order to make them more effective, efficient, and responsive.
Re-engineering can be carried :
at the level of the organizationat the level of the organizational processes or at the level of the product and services that support an organization activities ys
Business process re engineering
1 - start again in the establishment of the company or organization.2 - replacement of old systems technology and modern systems.
3 - change the vision and strategic objectives of the company or organization.
We can define Re engineering as:
A set of sweeping changes in the root and the corporate restructuring and operations forthe advancement of the company to direct a new or better performance or to resolve the crises and problems that may lead to the demise of the company
Advantages of business process re-engineering :
1 - good for the exploitation of resources2 - goals and a clear vision and specific.
3 - integrate a range of jobs in one position.
4 - to reduce costs.
5 - use of advanced technologies making it easier to achieve business efficiency andhigh speed.
6 - keep up with the market and competitors (start from where others have ended).
7 - to restore confidence to customers and employees in the company's products
Some Tips before you begin the process of re-engineering business:
1 - defining the goal of re-engineering the company.2 - Configure a multidisciplinary team for BPR must be the owners of the technical and managerial disciplines.
3 - well thought out plan, including the possibilities of success and failure in this process
4 - a case study company in terms of BPR implementation plan (gradually implemented?, Apply one step?).
5 - Develop a budget less possible for the process of BPR for companies that are located in the circle of danger - Danger zone
Business process Re engineering cycle :
1- identify process
2-analyze these process If appropriate to the company or not
3- The formation of these processes and solutions solve the crisis in the company4- Test whether these solutions will solve the crisis the company or not
5- start the implement
*What is the difference between the re-engineering of business and re-design and re-structuring of the company:**
Re-engineering business is on one level, such as the company processes (design, production and marketing) or at the organizational level in order to make them more efficient, effective and responsive
The redesign of the Foundation shall be at the level of the institution as a whole to raise them again
=
=
Restructure
by Zeina
What is Org. restructure ??
Def. is the corporate management term for the act of reorganizing the legal, ownership, operational, or other structures of a company for the purpose of making it more profitable, or better organized for its present needs.
Prime reasons for organizational restructuring
Changing nature of the markets
How To Make Restructuring Work
Design. What type of restructuring is appropriate for dealing with the specific challenge, problem, or opportunity that the company faces?
Getting to effective Organizational Restructuring.
Assess the impact of internal and external factors causing change on the business strategy.
Commit to a new business strategy to address the changes in market, technology, regulations, etc.
Assessas-is business processes to determine the impact of change on the organization. This will include the impact of process changes on existing roles. This will define the ‘gaps’ in existing roles which will make any structural changes effective.
Design/ align roles to support the changes in the business.
Develop and execute an organizational change management plan to address and define the drivers of any structural change, as well as the impact on the business of the change options.
Define performance metrics. Measure before and after the change to ensure that the change is effective.
Understandthe cost of organizational change.
Employees react to organizational change in a variety of ways—some positive and some negative. It is important for managers and supervisors to understand that these reactions are simply a normal part of the process employees go through during periods of change. The following are some typical responses to be aware of:
1. "Not me!"
When employees are asked to do a different job or change the way they currently do a particular job, they may respond by saying, "Not me!" They may suggest that someone else is better suited for the job, or deny that they themselves are capable of making the proposed change. This initial reaction is a result of the satisfaction these employees have with the status quo, and their fear of the unknown.
2. "What will this do to my job security?"
It is natural for employees to view change first from the perspective of their own job security, and second from the needs of the organization. Employees can’t help but wonder what will happen to their jobs if technological advances are introduced or if downsizing creates organizational restructuring. Will the changes result in less work for them, or even do away with their jobs altogether? Employees are also concerned about what financial impact the changes will have on them.
3. Anger
Some employees are so resistant to change that they become frustrated and angry. Their anger may be repressed, causing an increased stress level; or overt, resulting in emotional outbursts. Whether repressed or overt, anger is a typical reaction when employees feel a loss of control over their work environment, or worry that their job security is being threatened.
4. Gossip
Gossip, always an organizational challenge, often escalates during periods of change. Employees who feel a loss of power and control may respond with frustration, anger and disbelief—and resort to vicious gossip or "back-stabbing" activities. Unfortunately, this gossip is detrimental to a positive forward thrust during change.
5. “Who's in charge here?"
When a company is restructuring, it is natural for employees to question leadership. Employees who will be working for a new supervisor when the change is implemented may experience difficulty changing their allegiance from one leader to another. And when employees have not been kept in the communication loop and thus do not see the positive results of the changes, they are likely to question the wisdom of the new leadership.
6. Panic!
Some employees, finding comfort in a predictable routine, panic at the mere mention of change. They worry about changes in the way they normally proceed with their jobs. They may resist, not out of stubbornness, but out of fear about how the changes will impact them personally. They may be too plagued with panic to deal rationally with the “new regime,” and some may actually become physically ill.
7. "I quit!"
There may be employees who elect to quit rather than make the needed changes. Unfortunately, changes going on in one organization are typical of those going on in other organizations. Electing to stand on one's principles and fight change by quitting often makes the point, but usually at a cost to the employee, not the organization.
The following positive responses to change usually come from employees who feel a high degree of self-esteem, personal competence and self-confidence. These employees typically have the ability to remain open-minded in response to change, and to view it as a positive thing—for them personally and for the organization. When in alignment with their supervisors, employees with this positive attitude can help support and sell organizational change to other employees. Here are some typical positive responses:
8. "This is a challenge!"
Some employees view change as a challenge, but are sure they can rise to the occasion, since they feel they have what it takes to be contributing team players when the change affects their work world. They remain open to new ideas, ask questions and feel confident in their ability to acquire the knowledge needed to complete the task. They exhibit a "can do" attitude in their approach to change. They may admit that the task is difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they are committed to rising to the challenge!
9. Enthusiasm
Some employees naturally approach life and challenges more enthusiastically than others. Enthusiastic employees embrace change. Instead of trying to pick apart a proposed change and find all the ways it won't work, they see it as a natural part of an organization's evolution. Supervisors lucky enough to have enthusiastic employees need to support and nurture them, because their enthusiasm can infect other employees and help make the implementation of change much more palatable for everyone.
10. "Maybe I could adjust to this change . . . ."
Not all employees embrace change enthusiastically or jump out of their seats ready to accept the challenge. Some watch from the sidelines--but remain open-minded. After a period of observation, they may agree to give the change a chance. While they may not be eager participants in the change process initially, they at least acknowledge the possibility of adjusting to the change. They express a willingness to learn new techniques and procedures and do not sabotage change activities.
11. Positive Vision
Finally, there are employees who look at the bigger picture and visualize the possibilities. Their positive attitude toward change is based on a broader awareness of the marketplace, the specific industry and their competitive position in it; and an absolute trust in their company's leadership. Because they feel positive about the company's future, these employees generate a positive vision to their coworkers and encourage them to have trust during times of change and confusion.
flexibility:
Investing in the right network technology can give you the organizational flexibility to react quickly to market changes, meet new customer demands, collaborate globally, and be more profitable. Consider how organizational flexibility can help your IT department:Any small business owner knows how important it is to stay flexible, especially in an economic downturn, and yet many organizations are plagued with a surprising lack of elasticity. Inflexibility is something that easily creeps into a business—especially in industries that are static. But such rigidity can contribute to forced flexibility measures in the form of layoffs, pay cuts, rolling back of company perks, etc. After implementing such measures, it is hard to get employees to perform at a high level because of fear and insecurity about what the future may bring.
Consider the following three suggestions to help you keep your company flexible:
1. Always look for a way to be innovative with your product or service. Look at everything that goes on in your organization and your industry. No matter how static you think your particular industry is, continue to pay attention to what’s going on around you and continue to strive to think outside the box.
2. Listen to all ideas that circulate in your company. You never know when the next big thing is going to hit or where it will come from. Listening to input and feedback from your employees can give you insight into many different channels.
3. Never become complacent. Complacency is the easiest way to fall into the inflexibility trap. No matter what your industry, you need to be ready to adapt to changes that will inevitably come. No industry stays stationary forever.
Why Do Employees Need Flexibility?
Catalyst defines flexibility in its broadest terms: variations in the time and place of work, in both the short- and long-term, on a formal and/or informal basis
What Are the Benefits of Workplace Flexibility?
Flexibility is a powerful—and often underutilized—tool for becoming an employer of choice and increasing work productivity and effectiveness. Offering flexibility allows companies to recruit the best talent and retain experienced and valuable employees. It also helps to boost employee satisfaction, engagement, and morale. A flexible work environment can be the difference between employees that feel energized, committed, and ready to go to bat for you and those that feel burned out, unsupported, and ready to walk out the door at the first chance they get. In addition, flexibility simplifies work processes and focuses on output. In so doing, it encourages employees, managers, and work groups to work more creatively and effectively. Flexibility shines the spotlight on leadership capabilities such as crystallizing and communicating priorities, setting the stage for thoughtfully executing plans, encouraging teamwork and coordination, and harnessing employee talents to drive results.
How Can Managers Create and Support Flexible Work Cultures?Clearly, workplace flexibility is more than a change in schedule. It is a way of thinking and working that seeks to help employees make their best contributions and simultaneously manage their personal lives. Companies that understand the business rationale, engage their employees in identifying innovative solutions, and create tools for managers and individuals will excel in this time of great change. The following are suggestions for helping managers create and support the most effective kind of flexibility.